درخت حوزه‌های تخصصی

The main goal of managing for-profit companies is to maximize shareholders' wealth, and to achieve it, management needs to make decisions regarding the sources and uses of capital. Different theories have been tried to explain the relationship between capital structure and performance, and have estimated a different relationship for financial leverage and company performance in different conditions. Financial leverage and operational leverage are two factors that influence the performance and macro policies of the company in terms of the profitability process. This research examines the effect of operational leverage and financial leverage on the company's profitability and financial distress, and finally examines the effect of replacing these two Leverages to maximize the profitability process and reduce the risk of financial distress. The sample includes 263 companies listed in the Tehran Stock Exchange and the Iran OTC Company from 2011 to 2021, which have passed the four screening factors of this study. The fixed effect panel regression method was used to test the first and second hypotheses. The results indicate a positive relationship between operational leverage and the profitability of companies, while the relationship between financial leverage and the profitability of companies is negative. On the other hand, both Leverages increase the risk of financial helplessness. To improve profitability, operational leverage can be replaced by financial leverage. Increasing operational leverage and reducing financial leverage can be used as a tool to grow the company's profitability; however, to reduce the helplessness of the companies and improve the profitability process, operational leverage can be replaced with financial leverage. Flexibility in financing companies is more than flexibility in the operational sector; that is why replacing operational leverage with financial leverage is more appropriate to improve profitability and reduce the risk of financial helplessness.

Leadership is a combination of managerial attitudes and behaviors that directly influence indi-vidual and organizational performance. This study aimed to design a model of the antecedents and consequences of leadership in the National Gas Company of Iran. Using a mixed-methods approach, the qualitative phase involved 18 experts with extensive academic and professional experience, including university lecturers and senior managers in organizational behavior and human resource management. The quantitative phase included 265 employees from the Kerman Gas Company, selected via stratified sampling. Data were collected through document reviews, expert interviews, and structured questionnaires. Analyses employed thematic analysis, structur-al-interpretive modeling, and structural equation modeling using NVIVO, SPSS, and Smart-PLS software. The findings identified 82 primary codes, 21 basic themes, and 8 organizing themes, encompassing factors such as participatory decision-making, internal (individual) influences, emphasis on organizational values, talent management, transparency in communication, em-ployee retention, organizational productivity and growth, and organizational justice. Structural equation modeling demonstrated high reliability (Cronbach's alpha > 0.7), favorable composite reliability, and strong convergent and divergent validity. The model's fit was validated, with par-ticipatory management identified as the primary driving force in enhancing organizational stabil-ity and performance. This study provides practical insights into the implementation of effective leadership practices, offering a framework to improve decision-making, foster employee en-gagement, and enhance organizational outcomes. The findings serve as a strategic tool for man-agers to promote a culture of inclusivity, transparency, and growth within the National Gas Company.